Porsche Consulting was founded in 1994 and currently has 355 employees working in 6 subsidiaries around the world. The company earns 30% of its turnover from work within Volkswagen AG and 70% from external customers. Porsche Consulting helps companies improve operational excellence through measurable results, implemented solutions, empowering clients, and generating enthusiasm among leadership and staff. The document discusses how Porsche Consulting used these operational excellence principles to help Porsche AG increase turnover while managing increasing product complexity.
Presentation Development Primer: Storyboarding, Slide DesignDavid Tracy
This is a partial preview. View and download the full PowerPoint here:
http://pptlab.com/ppt/Management-Consulting-Basics-Presentation-Development-Primer-43
This document teaches the basics of developing an effective business presentation. It covers methodologies widely practiced by top management consulting firms, such as McKinsey, Bain, and BCG. It covers the topics of Storyboarding, Slide Structuring, and Graph Design. As presentations serve as both communication tools and work products, presentation development is a useful skill to have.
Presentation Development Primer: Storyboarding, Slide DesignDavid Tracy
This is a partial preview. View and download the full PowerPoint here:
http://pptlab.com/ppt/Management-Consulting-Basics-Presentation-Development-Primer-43
This document teaches the basics of developing an effective business presentation. It covers methodologies widely practiced by top management consulting firms, such as McKinsey, Bain, and BCG. It covers the topics of Storyboarding, Slide Structuring, and Graph Design. As presentations serve as both communication tools and work products, presentation development is a useful skill to have.
Orange Hills is a a specialized strategy consultancy. We support managing directors, board members and business owners of IT and service companies to develop and implement innovative strategies, services and business models.
An Authority vs In Authority - Better having a sharp Business Analysis Skill than being in the role of a Business Analyst
How valuable and attractive are new skills like "Business Analysis"?
Job advertisements often ask for very special roles such as "Online Product Manager (m/f/d)" or "Business Developer (m/f/x)". The fact that these roles often have large overlaps in their skill requirements is not always clear to HR managers or interested parties. Thus, suitable employees are not found or employees are not aware of suitable vacancies. Rainer Wendt uses a business analysis skills catalogue to show how versatile these skills can be in a company and how many roles can be successfully filled with them. A rethink of skill orientation in recruiting can open up new perspectives for both recruiters and applicants.
Das ist eine 10 minütige Einführung ins Lean Innovation Framework (=Innovation Management mit agilen Prinzipien) für Startups, damit sie schneller zum Erfolg kommen oder rechtzeitig aufhören, was schwierig sein kann.
Iskander Business Partner is an international consulting company focusing on the conception and implementation of growth projects.
We ensure end-to-end-responsibility through highly experienced and entrepreneurially thinking professionals.
Two stories of self-designing feature teams and learnings from that experience. The autonomy of teams to form and re-form themselves to build teams, that manage themselves to deliver value to customers frequently can be a real boost of motivation and performance.
A short introduction into Lean Startup for the ETH Innovation and Entrepreneurship Lab (ieLab). We want to show the Startups of this incubuator how Lean Startup changes the way startups work. Instead of planning and implementing everything perfectly, Lean Startup uses small experiments and validated learnings after failures.
Allgeier (Schweiz) AG - Brief Company PresentationAndré Schmid
Erfahren Sie in Kürze, wer wir sind und wo wir Sie als führender Microsoft Technologiepartner in der Schweiz mit Fokus auf Office365 und SharePoint unterstützen können. Unser Portfolio umfasst ECM- und BPM-Lösungen, mit denen wir Ihr Microsoft-Umfeld optimal ergänzen können.
CASE Culture Clashes Make Change Difficult at SAP Softwar.docxcowinhelen
CASE: Culture Clashes Make Change Difficult at SAP
Software giant SAP is based in Germany and is seeking to develop more efficient global operations. At
the beginning of this decade, about two-thirds of its managers were German, and most key projects
were led from its headquarters in Walldorf, Germany. The company’s leaders hoped SAP could become
more agile and creative by bringing in a more diverse group of employees and sharing responsibility.
Unlike the more typical route to globalization by setting up sales offices and manufacturing facilities,
SAP introduced change from the top down. The company made English its official language, even for
meetings at headquarters. It hired foreign managers, making them half of the company’s top
management. It placed product development under the leadership of Shai Agassi, based in Palo Alto,
California. Agassi was charged with overseeing development groups in eight centers around the world.
One objective for the globalized SAP was to develop and implement software much faster. The process
of creating a new program at SAP had been taking at least a year, as programmers in Walldorf carefully
worked out each problem. The resulting programs were complex and difficult to install and didn’t work
well with other companies’ products. At the same time, the Internet was making customers’ software
more interconnected and increasing the pace of change. To keep up, SAP would have to change as well.
SAP hired programmers in India and China, as well as in Germany and the United States. German
programmers focused on the coding associated with the software’s main tasks, American employees
more often addressed programming that affects the user’s experience, and Indian programmers worked
on updating and fixing the code in older programs. Some human resource functions were outsourced to
Prague, in Eastern Europe.
The changes frightened many of the German employees, who worried they would lose their jobs and the
company would lose its reputation for quality. Agassi assigned a group of 10 software developers to
create 100 programs for analyzing data such as defects in parts. Their deadline: just 12 weeks. The
developers first insisted the task was impossible, but when Agassi wouldn’t back down, they found a
way to meet the deadline by writing a program that would write other programs. Still, they worried that
working so fast would ultimately lead to problems with quality.
Employees in Germany complained about the move away from “good, old German engineering” and the
requirement that they speak English in meetings. They criticized the “Americanization of SAP.”
Eventually, they rallied enough support to form a workers’ council, similar to a union, to help workers
find other jobs at SAP when positions were moved to other countries. So far, though, the company has
avoided layoffs at headquarters—in fact, it has hired programmers.
Personnel director Klaus Heinrich guid.
Start-up Stage - Recruitment & Outsourcing for Start-ups - Presentation by Georg Runge, CEO of Everyjob at the NOAH 2015 Conference in London, Old Billingsgate on the 12th of November 2015.
Opera Solutions, a significant player in Big Data science and predictive analytics, collaborated with GrayMatter to establish a global Pentaho competency center. This alliance stemmed from Opera Solutions' need to transition to a new Business Intelligence (BI) tool, Pentaho, and equip their team to swiftly grasp its intricacies. They faced specific challenges, given their prior expertise in other BI tools. The primary hurdles included the need for expedited training, mapping existing skills, and building Pentaho experts within their team. GrayMatter, their chosen training vendor, tailored a solution to address these challenges.
GrayMatter meticulously customized the training content, ensuring it precisely met Opera Solutions' requirements. The training schedule was strategically designed to ensure the right individuals received training suitable for their roles within the organization. This program delved not only into the technical aspects of Pentaho but also encompassed an understanding of BI principles, offering a holistic view of the tool's capabilities. Impressively, the team achieved certification in just five days.
The collaboration yielded fruitful results, with Opera Solutions now boasting a skilled team of Pentaho experts ready to take on Pentaho-based projects. GrayMatter's expertise also led to their engagement in a consulting assignment with Opera Solutions. This project involved tackling intricate challenges within Pentaho, showcasing GrayMatter's deep understanding of the tool. Their partnership extends beyond training, as they collaborate on strategic initiatives to provide BI and analytics services to Opera Solutions' clients.
GrayMatter's selection as the training provider and consulting partner is attributed to several key factors. They are a Platinum partner of Pentaho Corporation globally, with an extensive pool of over 100 experienced Pentaho and BI professionals. GrayMatter is the largest global Certified Distributor, System Integrator, Training Partner, and Certified Solution Provider for Pentaho in APAC. They have a proven track record of over 75 successful Pentaho, DWH, and BI training programs worldwide. GrayMatter offers comprehensive BI support, acting as an extended BI arm for clients, providing continued support and seamless updates. Leveraging insights from worldwide implementations, GrayMatter brings standard analytics practices to the table.
The collaboration between Opera Solutions and GrayMatter highlights the value of effective, tailored training and the power of strategic partnerships in the BI and analytics landscape.
Orange Hills is a a specialized strategy consultancy. We support managing directors, board members and business owners of IT and service companies to develop and implement innovative strategies, services and business models.
An Authority vs In Authority - Better having a sharp Business Analysis Skill than being in the role of a Business Analyst
How valuable and attractive are new skills like "Business Analysis"?
Job advertisements often ask for very special roles such as "Online Product Manager (m/f/d)" or "Business Developer (m/f/x)". The fact that these roles often have large overlaps in their skill requirements is not always clear to HR managers or interested parties. Thus, suitable employees are not found or employees are not aware of suitable vacancies. Rainer Wendt uses a business analysis skills catalogue to show how versatile these skills can be in a company and how many roles can be successfully filled with them. A rethink of skill orientation in recruiting can open up new perspectives for both recruiters and applicants.
Das ist eine 10 minütige Einführung ins Lean Innovation Framework (=Innovation Management mit agilen Prinzipien) für Startups, damit sie schneller zum Erfolg kommen oder rechtzeitig aufhören, was schwierig sein kann.
Iskander Business Partner is an international consulting company focusing on the conception and implementation of growth projects.
We ensure end-to-end-responsibility through highly experienced and entrepreneurially thinking professionals.
Two stories of self-designing feature teams and learnings from that experience. The autonomy of teams to form and re-form themselves to build teams, that manage themselves to deliver value to customers frequently can be a real boost of motivation and performance.
A short introduction into Lean Startup for the ETH Innovation and Entrepreneurship Lab (ieLab). We want to show the Startups of this incubuator how Lean Startup changes the way startups work. Instead of planning and implementing everything perfectly, Lean Startup uses small experiments and validated learnings after failures.
Allgeier (Schweiz) AG - Brief Company PresentationAndré Schmid
Erfahren Sie in Kürze, wer wir sind und wo wir Sie als führender Microsoft Technologiepartner in der Schweiz mit Fokus auf Office365 und SharePoint unterstützen können. Unser Portfolio umfasst ECM- und BPM-Lösungen, mit denen wir Ihr Microsoft-Umfeld optimal ergänzen können.
CASE Culture Clashes Make Change Difficult at SAP Softwar.docxcowinhelen
CASE: Culture Clashes Make Change Difficult at SAP
Software giant SAP is based in Germany and is seeking to develop more efficient global operations. At
the beginning of this decade, about two-thirds of its managers were German, and most key projects
were led from its headquarters in Walldorf, Germany. The company’s leaders hoped SAP could become
more agile and creative by bringing in a more diverse group of employees and sharing responsibility.
Unlike the more typical route to globalization by setting up sales offices and manufacturing facilities,
SAP introduced change from the top down. The company made English its official language, even for
meetings at headquarters. It hired foreign managers, making them half of the company’s top
management. It placed product development under the leadership of Shai Agassi, based in Palo Alto,
California. Agassi was charged with overseeing development groups in eight centers around the world.
One objective for the globalized SAP was to develop and implement software much faster. The process
of creating a new program at SAP had been taking at least a year, as programmers in Walldorf carefully
worked out each problem. The resulting programs were complex and difficult to install and didn’t work
well with other companies’ products. At the same time, the Internet was making customers’ software
more interconnected and increasing the pace of change. To keep up, SAP would have to change as well.
SAP hired programmers in India and China, as well as in Germany and the United States. German
programmers focused on the coding associated with the software’s main tasks, American employees
more often addressed programming that affects the user’s experience, and Indian programmers worked
on updating and fixing the code in older programs. Some human resource functions were outsourced to
Prague, in Eastern Europe.
The changes frightened many of the German employees, who worried they would lose their jobs and the
company would lose its reputation for quality. Agassi assigned a group of 10 software developers to
create 100 programs for analyzing data such as defects in parts. Their deadline: just 12 weeks. The
developers first insisted the task was impossible, but when Agassi wouldn’t back down, they found a
way to meet the deadline by writing a program that would write other programs. Still, they worried that
working so fast would ultimately lead to problems with quality.
Employees in Germany complained about the move away from “good, old German engineering” and the
requirement that they speak English in meetings. They criticized the “Americanization of SAP.”
Eventually, they rallied enough support to form a workers’ council, similar to a union, to help workers
find other jobs at SAP when positions were moved to other countries. So far, though, the company has
avoided layoffs at headquarters—in fact, it has hired programmers.
Personnel director Klaus Heinrich guid.
Start-up Stage - Recruitment & Outsourcing for Start-ups - Presentation by Georg Runge, CEO of Everyjob at the NOAH 2015 Conference in London, Old Billingsgate on the 12th of November 2015.
Opera Solutions, a significant player in Big Data science and predictive analytics, collaborated with GrayMatter to establish a global Pentaho competency center. This alliance stemmed from Opera Solutions' need to transition to a new Business Intelligence (BI) tool, Pentaho, and equip their team to swiftly grasp its intricacies. They faced specific challenges, given their prior expertise in other BI tools. The primary hurdles included the need for expedited training, mapping existing skills, and building Pentaho experts within their team. GrayMatter, their chosen training vendor, tailored a solution to address these challenges.
GrayMatter meticulously customized the training content, ensuring it precisely met Opera Solutions' requirements. The training schedule was strategically designed to ensure the right individuals received training suitable for their roles within the organization. This program delved not only into the technical aspects of Pentaho but also encompassed an understanding of BI principles, offering a holistic view of the tool's capabilities. Impressively, the team achieved certification in just five days.
The collaboration yielded fruitful results, with Opera Solutions now boasting a skilled team of Pentaho experts ready to take on Pentaho-based projects. GrayMatter's expertise also led to their engagement in a consulting assignment with Opera Solutions. This project involved tackling intricate challenges within Pentaho, showcasing GrayMatter's deep understanding of the tool. Their partnership extends beyond training, as they collaborate on strategic initiatives to provide BI and analytics services to Opera Solutions' clients.
GrayMatter's selection as the training provider and consulting partner is attributed to several key factors. They are a Platinum partner of Pentaho Corporation globally, with an extensive pool of over 100 experienced Pentaho and BI professionals. GrayMatter is the largest global Certified Distributor, System Integrator, Training Partner, and Certified Solution Provider for Pentaho in APAC. They have a proven track record of over 75 successful Pentaho, DWH, and BI training programs worldwide. GrayMatter offers comprehensive BI support, acting as an extended BI arm for clients, providing continued support and seamless updates. Leveraging insights from worldwide implementations, GrayMatter brings standard analytics practices to the table.
The collaboration between Opera Solutions and GrayMatter highlights the value of effective, tailored training and the power of strategic partnerships in the BI and analytics landscape.
Presentation by Caroline H. Little, President and CEO, Newspaper Association of America, USA, given at the 66th World Newspaper Congress on Wednesday, 11 June 2014, during the closing session explaining the current U.S. Media Market situation.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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2. Porsche Consulting was founded in 1994 –
currently 355 employees are working in 6 subsidiaries
AKQADB_130927_04_JNS_Vortrag Porsche Consulting.pptx2
Source: Porsche Consulting
Parent company:
Dr. Ing. h.c. F. Porsche AG
Distribution of turnover:
30% within Volkswagen AG
70% external customers
Employees:
355 (01.07.2013)
Subsidiaries:
Bietigheim-Bissingen (Germany)
Hamburg (Germany)
Mailand (Italy)
Sao Paulo (Brasil)
Atlanta (USA)
Shanghai (China)
3. AKQADB_130927_04_JNS_Vortrag Porsche Consulting.pptx3
Operational excellence ...
... is the willingness and ability of an organization
and its employees to consistently deliver superior
performance.
CO-Standard 3.1.potx
Porsche Consulting
Source: Porsche Consulting; Photo: Porsche AG
1. Measurable results
2. Implemented solutions that work on a
lasting basis
3. Enabling clients to help themselves
4. Generating enthusiasm on both
leadership and staff levels
4. Media/publishingPorsche AG
Porsche found answers to increase turnover while managing increasing complexity
by introducing Operational Excellence
AKQADB_130927_04_JNS_Vortrag Porsche Consulting.pptx4
Source: Porsche Consulting
# Products/
derivatives
Turnover
# Products
Turnover
Increase efficiency ? Increase efficiency
Reduce cost ? Reduce cost
Increase quality ? Increase quality
5. Media
Porsche AG
Source: Porsche AG, http://www.museumsmagazin.com/speicher/archiv/2-2002/titel/interview.php,
http://www.widter.com/foto/acp/War_Room.jpg
How differently industries are developping
AKQADB_130927_04_JNS_Vortrag Porsche Consulting.pptx5
Comparison Automotive and Media
6. Creative work and efficient processes are not contradictionary
AKQADB_130927_04_JNS_Vortrag Porsche Consulting.pptx6
Source: Porsche Consulting, Porsche AG